Going beyond the CX strategy
In my previous article, I wrote about the role of CX as a strategic methodology for continuous business transformation, that leads organizations to focus on what matters most for their customers instead of other low-return activities. The most common technique associated with CX is customer journey mapping and persona profiling, but this gives us partial results since it focuses on the outside-in story without revealing the inside-out story, which is responsible to produce the experience.
Therefore, the real key to create a meaningful impact on customer experience is to work on the organizational layers. These backstage activities (below the customer visibility line) are the ones that drive the transformation and form the Operating Model. The primary focus of organizations should be the alignment of the operating model with the CX strategy which will result with increased efficiency and better customer experience.
Touching the organization operating model is not a simple task, as it requires various skills that are different than those used to build personas and customer journeys; they involve internal politics, change management, business process modeling, information systems implementation and local/international regulation, that all need to be taken into consideration.
In this and subsequent articles I propose a way to build a CX-driven Operating Model which supports the customer experience strategy and helps the organization to create a meaningful impact on its customers when reaching the execution phase.